Systems over Plans
Instead of making plans,build systems. While striving to make intelligent decisions, you should bethinking in systems. Let me explain.
Systems beat Plans
When you make a plan,the best outcome is what you defined when you made the plan. You are trying toget from point A to B and determine that it takes steps 1, 2, 3, 4, and 5. Ifthe plan is executed and unfolds perfectly, you are at point B. You canactually do better.
When you build a system,the resulting process (the “how”) can more efficient than a plan. You aretrying to get from point A to B. You can see that the path is likely 1, 2, 3,4, and 5. But, you should assess the situation at each step. If you are drivingto a destination, what if the road conditions changed? Maybe the rough dirtroad shortcut you were avoiding is now paved? If you stuck to the plan, youwould have missed an opportunity to shorten the trip.
Another example is loadingdata into a spreadsheet for analysis. The task might also be expressed as A toB in steps 1-5. The insight from the analysis enables your team to takeadvantage of opportunities or remediate risks. Thus, shortening the cycle timeis a critical business objective. If it is long-running process, you shouldseek more efficient paths than business as usual. Maybe there are unleveragedfeatures of the spreadsheet that could help? For example, recognizing that thedata contains delimiters could completely eliminate steps 2, 3, and 4. I thinkyou get the point. But, it gets better.
When you build a system,the resulting outcome (the “what”) can be more effective than a plan.Continuing the example of loading data into a spreadsheet, frame the task as “Ato B?” with an emphasis on the question mark. Also, maybe the steps are “1, 2,3, 4, and 5?” with the emphasis on the question mark. If the overarching objectiveis being able to make intelligent decisions as quickly as possible, maybeanalyzing the data in a spreadsheet is not the right B (destination). Maybeloading it into a business intelligence (BI) application would be better? Maybethe BI tool can provide data visualization that also allows you to shorten thetime needed for the analysis? Even better, maybe it enables the discovery of insightsbeyond the capability of a spreadsheet that have an even greater impact on the business.
Systems, not plans, giveyou the opportunity to improve your initial destination, the what, and journey,the how.
Reinforce Guardrails
For your teams and foryourself, strive to build systems versus make plans. Thinking through plansprovides critical input in building systems. In fact, you may put a system inplace and the outcome is the same as the plan. That is not a bad thing. Itmeans you validated it was the best destination and path. But, if you startedwith the plan, you closed the door to considering alternative destinations andpaths that might be superior to the plan.
As I strive to lead, Iseek to build systems. I view it as putting and reinforcing guardrails for theteam and myself. If the team knows the objectives and understand theguardrails, they can drive to the destination.
Minds and Hands
Another way to thinkabout systems over plans is in terms of your team’s minds and hands. If yourely on setting plans, you are largely using only your team’s hands. Yes, theymight have input when you are setting up the plan. But, once the plan is set inmotion, they are executing…only using their hands.
If you reinforce guardrailsand the objectives (build a system), you are leveraging your team’s minds andhands. The wisdom “none of us is as smart as all of us” applies. Like expressedearlier, they may end up at B using steps 1-5. But, they might surprise you by determininga more relevant destination and better path. For example, how often does aclient ask for something specific that is not what they actually need? If youare executing plans, the client gets what they asked for, but not what theyneed (the best outcome). If you build systems, the client benefits frommeaningful value add.
Also, while you are theboss and think you know the right path, remember that you used to be where yourteam is. You leveraged your mind and hands that justified rising to your level.Give your team the same opportunity. It only reflects well on you. Do not closethe door to adding ever-increasing value by insisting on your plan (versusbuilding a system).
Initial Unknown is OK
One area plans beatsystems is initial certainty. With plans, you who the specific and intendeddestination when you start. With systems, the initial intended destination isdirectional. You might end up someplace else. There is unknown. If control isyour priority, you will struggle with systems. If your management does notappreciate systems, you will struggle with systems. Given the ever-acceleratingrate of change, plans become obsolete more quickly than ever. So, be OK withthe unknown. Be ready to pivot in the face of new intelligence. Commit tosystems over plans.
Build systems, not plans.You end up at a better destination, the what. You optimize the path, the how.You empower your team by leveraging their minds and hands. They are the onesdriving. You are the seldom noticed guardrails.
